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COMP7008/COMPGC18/MSIN7008 Entrepreneurship: Theory & Practice
Group Coursework Appendix A – Coursework cover sheet
Submission by 12:00 Thursday 2nd April via Moodle Submission Date: Thurs. 2nd April Marks 60% of total Name Arindra Kumar Das Email [email protected]
College UCL Department Computer Science
Degree MSc ICT Innovation Year 2014 - 2015
Name Sujith Kumar Anand Email [email protected]
College UCL Department Computer Science
Degree MSc ICT Innovation Year 2014 - 2015
Name Email
College Department
Degree Year
Name Email
College Department
Degree Year
! CW1 Team members (with additional bio/profile for each member) - CW2 Initial and final Positioning Statement ! CW3 Initial and final Business Model Canvas ! CW4 URL of YouTube Video link - CW5 Customer Development: Personas and Landing Page Prototype ! CW6 Financial model !
CW7 Business plan ! CW8 Final PowerPoint Presentation - CW9 Online peer-assessment (Each Team Member to complete) -
DECLARATION: we have read and understood the College and Departmental statements and guidelines concerning plagiarism. We declare that:
• This submission is entirely our own work. • Wherever published, unpublished, printed, electronic or other information sources have been used as a
contribution or component of this work, these are explicitly, clearly and individually acknowledged by appropriate use of quotation marks, citations, references and statements in the text.
• In preparing this coursework, we discussed the general approach to take with other person(s), however the content of the submission is our own work alone:
Signature: Arindra Kumar Das
Signature: Sujith Kumar Anand
Signature:
Signature: !
TABLE OF CONTENTS !
EXECUTIVE SUMMARY!..................................................................................................................................!4!CONTEXT!...................................................................................................................................................................................!4!TEAM!..........................................................................................................................................................................................!4!BACKGROUND!..........................................................................................................................................................................!4!PROBLEM STATEMENT!..........................................................................................................................................................!4!SOLUTION PROPOSITION!.......................................................................................................................................................!5!OBJECTIVES!..............................................................................................................................................................................!5!
CUSTOMER DEVELOPMENT!........................................................................................................................!5!DATA COLLECTION!................................................................................................................................................................!5!FINDINGS!...................................................................................................................................................................................!6!PERSONAS!.................................................................................................................................................................................!6!
BUSINESS MODEL CANVAS (SEE APPENDIX B)!...................................................................................!7!CUSTOMER SEGMENT!............................................................................................................................................................!7!VALUE PROPOSITION!.............................................................................................................................................................!7!CUSTOMER RELATIONSHIPS!................................................................................................................................................!8!CHANNELS!................................................................................................................................................................................!8!KEY ACTIVITIES!......................................................................................................................................................................!8!KEY PARTNERS!........................................................................................................................................................................!8!KEY RESOURCES:!....................................................................................................................................................................!9!COST STRUCTURE!...................................................................................................................................................................!9!
REVENUE STREAM AND FINANCIAL ANALYSIS!................................................................................!9!BUSINESS FEASIBILITY PLAN!...................................................................................................................!11!
OVERALL SYSTEM ARCHITECTURE:!...............................................................................................................................!11!Sensors and Devices!..........................................................................................................................................................!12!
UNIQUENESS OF THE PRODUCT:!......................................................................................................................................!13!CUSTOMER NEEDS!...............................................................................................................................................................!14!MARKET POTENTIAL!..........................................................................................................................................................!15!UNDERLYING TECHNOLOGY: INTERNET OF THINGS (IOT)!....................................................................................!15!INTELLECTUAL PROPERTY:!..............................................................................................................................................!16!OPPORTUNITY ASSESSMENT:!...........................................................................................................................................!16!
Trends!......................................................................................................................................................................................!16!Customers Space!.................................................................................................................................................................!16!Market Space!........................................................................................................................................................................!16!
BARRIERS TO ENTRY!...........................................................................................................................................................!17!REFERENCES!....................................................................................................................................................!17!APPENDIX!...........................................................................................................................................................!19!
APPENDIX A: STAKEHOLDERS!........................................................................................................................................!19!APPENDIX B: BUSINESS MODEL CANVAS!...................................................................................................................!22!
LIST OF FIGURES Figure 1: Elderly person persona! 6!Figure 2: Carer persona! 7!Figure 3: Financial statement! 10!Figure 4: Overall system architecture! 12!Figure 5: Goal Model! 14!Figure 6: Business Model Canvas! 22!
LIST OF TABLES
Table A: List of stakeholders! 21!
Executive Summary
Context This coursework report is written for a product, UKFC (United Kingdom Future Care). It is a
product owned by Microsoft and students of University College London (UCL) developed the
initial prototype. There are a number of stakeholders (see Appendix A) involved in this project.
This report is written based on the initial speculation of the prototype that is being developed and
yet to be user evaluated.
Team
Arindra Kumar Das is doing his MSc. ICT Innovation at UCL; He is the co-founder of
Greenseed Ltd. where he is responsible for product and operations. He has recently won the
Bright Ideas award and London E-challenge undergraduate category for his startup.
Sujith Kumar Anand is doing MSc. ICT Innovation at UCL; he holds another master in
advanced computer science from Newcastle University and is working as a UX/UI designer for
Emocial in London.
Background
More than 80 percent of the primary and secondary care budget in England is used for treating
people with long-term conditions. King fund organization’s[1] published report points out, the
people with long-term conditions, i.e., around 15 million will rise by a third in coming 10 years.
Users with long-term conditions will account for more than 70% of inpatient beds and half of all
General Practitioners (GP) appointments in England. The increasing number suggests a paradigm
shift in health sector towards individual and self-care, prevention and user empowerment.
Problem Statement The growth of an ageing population and people with long-term conditions is a challenge to the
current health care strategy. The unnecessary hospital visits and GP appointments, considering
the health problems are introducing extra costs. Most of these problems can be prevented or
detected at an early stage if monitored properly. Due to lack of support and independence an
alarming number of elderly people are admitted to the care homes.
Solution proposition Empowerment of elderly people would enable them for an independent living. The independent
living is achieved by using existing (IoT- Internet of Things) sensing devices and wearable
devices. This would also result in helping their families, and their social caretakers detect their
health situation. However, achieving this will put the elderly people in the center of the health
system by serving as a solution as well as a centralized place for elderly people’s private health
data.
Objectives The project aims to monitor the health data of elderly people gathered through sensing (IoT)
devices and share them with both the elderly people and their carers. The application also
provides a facility for end users to take advantage of a notification mechanism, which could be
triggered in an emergency situation or when a situation is predicted, based on data analysis.
Customer Development
Data collection Due to ethical and IP restrictions, the initial UKFC prototype is yet to be tested publicly.
However, there is an extensive research done on elderly people and their carers in the form of
interviews, case studies and surveys to understand the attitudes, conditions and behaviors of
these carers, which is available over the Internet.
There are interview data about elderly people included in this report to create the personas. This
data were collected when an experiment was performed for another course (i.e., Design Practice:
PSYCGI07). The data have similar relevance as to understand the user feelings while they adopt
new technology. The data were in the form of unstructured interviews. Several information
starting about their outfits, accessories, personal life and their understanding towards technology
were asked. More information about the transcript can be found here[2]. Additionally, the carers
data were gathered from this report [3] published by Carers UK.
Findings In case of elderly people, three people from University of the third Age (U3A) at Halesworth,
UK[4], were interviewed by a group of 12 members. Mostly they feel bored alone however when
learning in groups they enjoys it and love to learn from each other.
In case of carers, it was found out that many like to stay with their families and only when they
have no options they goes to stay in a care home. The majority of the carers care for their
parents. Care for spouse or partner are the second majority of carers. Being a family carer brings
additional cost to them, as they need to buy assistive technologies, care services, transportation
cost, etc. Along with cost, most of the family carers have a full-time job which causes them high
level of stress, poor living conditions, delay in paying bills, sacrifice their own health[3].
Personas After analyzing elderly people and carer data from the above findings we created two personas to
understand participants and further develop scenarios.
Figure 1: Elderly person persona
Figure 2: Carer persona
Business Model Canvas (see Appendix B)
Customer segment The three main customer segments are the elderly people, carers and government. Although the
end-user of the product is elderly people, both elderly people and carer can use the service with
government being the primary customer of the service. The government can support for
purchasing the service and product for elderly people and the carers. The service of UKFC
provides elderly people, the power of knowing what's going on with their health and carers with
an overview of the data and any abnormalities that can be addressed during an emergency.
Value proposition UKFC’s main value proposition is to improve the wellbeing of elderly people whilst lowering
the cost and allowing them to stay independent. However, with the primary benefits, there are a
lot of other benefits for family carers who manage various other household things and
sometimes, a full-time job. UKFC can provide an easy monitoring tool by giving them valuable
insights in the case of an emergency, saving both time and money. Similarly, elderly people can
monitor their health by themselves without being burdened with others to get regular updates on
their health conditions, which in-turn provides strength for staying independent.
Customer relationships UKFC is a product for medical significance to elderly people. Therefore, round the clock
personal assistance is required, where customer can directly interact with an UKFC
representative to have a seamless experience and avoid any uncertain circumstances that might
hamper their health. Elderly people have strong bonding with other elderly people in their
communities, as they have a lot of free time. Thus, such communities will be used to receive
feedback, exchange knowledge and solve issues. This will be both online and offline. UKFC also
has potential to collect a large amount of health data, on how people interact with the product to
improve its customer experience.
Channels UKFC is using sensors to monitor the elderly people interactions and movement and delivering
the aggregated data through the Website (for desktop) and Windows app (for Windows tablet),
this is done keeping in mind the screen size, easy accessibility and the penetration rate. On the
other hand, UKFC also plans to have an active social network presence not only for marketing
and advertising, but also for sharing information with friends and family within their social
circles.
Key activities UKFC’s main goal is to provide well being, independent living and reduce the healthcare cost to
its end users which can be achieved by implementation of these key activities. Firstly, utilization
of Internet of Things (IoT) devices and wearable to help with monitoring, detection and
prediction of health conditions by elderly people and their caretakers. Secondly, an extensive
user evaluation needs to be done by users to make the system more robust. Finally, before
launching it to the market government’s standard regulations needs to be passed.
Key partners At present, UKFC have strategic alliances with University College London (UCL)[5], Kent
County Council[6] and Centra[7]. In future, a partnership with government is needed, as the
government supports elderly people with compensation and allowances[8]. Computer students
and researchers from University College London (UCL) carried out the initial stage of prototype
development. Kent County Council (KCC) is involved in providing an environment where the
testing and evaluation can be performed with the actual customer segments. Centra is one of the
UK’s largest providers of affordable houses[7] and they would provide support in setting up
sensing technology during the testing phase.
Key resources: In any business or a startup, it is a necessity to have the resources to create and deliver value[9]
Key resources can be tangible or intangible, financial, physical or intellectual[10].
Human resources: As the business, depends upon sensors, software and elderly people. The need
of software engineers, user researchers and user experience specialist are some of the essential
requirements to support the business grow efficiently.
Physical resources: These resources are very important and cost-intensive. They are the backbone
of UKFC. They include sensing technologies such as sensors and wearable, IT infrastructure,
logistics etc.
Financial resources: As a resource intensive and critical healthcare service, the product needs
huge funding for developing and testing with multiple iterations during its early phases.
Intellectual resources: Intellectual such as the UKFC brand, copyrights and trade secrets are
important to provide intangible value such as trust and security.
Cost structure UKFC’s initial cost would be towards developing a very scalable and robust infrastructure. This
would also include developing cost in terms of salary for their employees. Also during the initial
phase, there is a need of heavy testing, evaluation and setup cost, as they need to deploy the
technology in various scenarios and contexts.
Revenue Stream and Financial analysis
Figure 3: Financial statement
Our financial model will be driven by yearly subscription paid by Government organizations
mainly NHS. However, the NHS has the authority to charge from their end-users. We believe
data collected from the sensors would be valuable for research as well as commercial purposes.
Since NHS in 2014/15 have a planned net expenditure of £112bn out of which 3.1% would be
invested for elderly care. So we believe it could easily spend a small fraction of their annual
expenditure on UKFC [11].
Route for market launch and financial forecast: The primary market for UKFC is the United Kingdom. The next five years financial forecasts is
explained below:
Year 1 (Development and testing iterations)
Financial year 1 would be mostly towards developing the product and iterating until the beta
version is launched. The development of the product is done at UCL with an estimated expense
of £50,000. Due to its partnership with Kent County Council, the user testing will be performed
by 20-30 customers, which comprises both elderly people and their carers, and initial
implementation phase will kick start at Kent by the end of 2015, with an estimated expense of
£35,000 which includes deployment, testing and other miscellaneous cost. Additionally, the
manufacturing and infrastructure cost would be approximately £30,000.
Year 2 (Beta production and test)
Financial year 2 would be critical in testing the beta version, before it goes for a regulatory pass
from the government authority. This evaluation would also be carried out in Kent due to its easy
access and partnership. We expect the test would be at least with 200-300 customers that would
comprise of carers, general practitioners and elderly people. This would give us a much better
estimation of the service. This would further bring the expenses of £30,000 in development,
£17,000 in deployment, and £130,000 in testing, manufacturing and other miscellaneous cost.
Year 3 (Government regulations and launch)
The financial year 3 will be concentrated on passing the government regulations. This year will
also lead into further evaluation with 1000-1500 customers. Based on the regulations board the
cost of regulation is a fixed cost of £100,000[12].
Year 4 (Covering Kent)
In financial year 4, we expect to the plan for expansion to other cities from Kent. This would
result in additional cost towards marketing and advertising. Besides, a more dedicated team of
people to cover the deployment, maintenance, customer service and infrastructure cost.
Year 5 and Year 6 (Expansion Nationwide)
Until 2020, UKFC will be expanded to all over the UK even though the technology adoption
rate, would take some time. But in the next 5-10 years the business would break even for a
positive cash flow. And the customer would be both the private and the government, while
government giving the authority of the councils to accept the service and product to distribute it
to their elderly people community members.
Business Feasibility Plan
Overall system architecture: The project combines of sensors, Web browser and a Windows phone app. The sensors gather
health information from the elderly people (care taker). The sensor data is fed into the Captain,
that Lab of Things (LoT) instance running in it. The lot is a platform where sensor devices are
connected in homes and other places for experimental research purposes. The data from LoT will
be forwarded through software to Captain for processing. The user can interact and see the
integrated data through the Web browser and the Windows 8 application. The main areas for the
service is to detect, predict and aggregate the data collected from sensors.
Figure 4: Overall system architecture
Sensors and Devices The wide range of devices used in this project can be acquired cheaply and easily. The devices
supported in the prototype stage are based on Arduino, which can be easily extended to other
type of sensors.
The lists of supported devices are:
● Arduino: PIR, Emergency Button, Red Light
● Engduino Accelerometer [13]
● Blood Pressure
● Weight Sensor
● Pedometer
UKFC aggregate, monitors, detect and predict health behaviors with the help of its devices and
wearable. This helps elderly people to live independently whilst lowering the stress from carers.
The users (elderly people and carer) can interact via browser, and the Windows 8 app. It
comprises of four main activity areas: Hardware and Sensors, Cloud and Core Libraries, Website
and Windows Application, and Analytics and Business Intelligence.
Uniqueness of the product: UKFC is unique in many ways. These are discussed in the following points:
● It integrates all the available low cost sensors to capture and predict health data for
elderly people.
● It is an innovative way to predict elderly people health based on past and current health
data. This gives the opportunity to correctly take measures and prevent health conditions.
● The prediction is incremental. It provides real-time predictions such as urinary tract
infections, social isolation, and falls, by running each new health data for specific health
conditions.
● It can also combine with existing third party sensing devices such as Microsoft
HealthVault, Fitbit etc. to aggregate all the data.
● Third party subscribers such as government agencies, health statistics agencies, or health
care providers can also access the aggregated reports for research.
● The cloud is highly scalable for future and can run multiple services in the cloud. It can
scale out as load increases.
● Due to the benefit of having a centralized security and authentication management, it has
less impact to users of changes or improvements.
Figure 5: Goal Model
Customer needs As discussed earlier in the BMC, there are three customer segments: Government, Elderly people
and the carers. UKFC is dedicated to reducing healthcare cost by reducing unplanned
hospitalizations, reducing unscheduled GP visits and reducing the rate of unnecessary care home
admit.
Elderly people want to be independent and stay connected to their loved ones; UKFC does this
whilst allowing their health data to be shared with their families and caretakers. In terms of
emergency family and carer can be easily alerted making effective use of user health data. They
can also contribute their health data by sharing it to third party organizations for research
purpose for improving the prediction infrastructure that will benefit them back.
Market Potential According to a current research[14], the total healthcare spending is increasing faster than per
capita income in many countries globally. By 2050 it is expected that health care spending would
double the rate claiming 20-30% of GDP. This is also due to the primary reason of an increasing
ageing population. The report further clearly implies the growth of the patient monitoring
market, which will be due to cope up with the demand of healthcare services for elderly.
As the market looks bullish the return on investment is expected to be huge, although a slow
growth in the beginning can be predicted due to a high level of barriers to entry.
Finally, a rapid traction from idea to execution, participation of top researchers and students from
a UK University (UCL) involved in the project, financial and infrastructure backing from
Microsoft and the Kent County Councils as an initial partner and customer provides an early
assurance on its feasibility.
Underlying technology: Internet of Things (IoT) IoT devices and wearable power the underlying technology. Its devices are becoming ubiquitous
and are able to passively monitor individual daily activities and health data making the
environmentally smart. The data are of clinical importance that provides critical insights about an
individual’s health activities and behaviors at home or while in normal conditions while carrying
out their daily tasks[15].
On the other hand, the advancement in information technology with highly developed sensors
that are capable of storing; integrating and communicating remotely have been of great
advantage to manage such infrastructure. It is also expected that there would be 50 billion
connected devices in the IoT ecosystem by 2015[16].
With the current trends towards smart concepts such as: cities, companies, transportation and so
on have created a huge buzz for IoT supported devices and their adoption in near future.
Intellectual Property: The UKFC Website and application by its very nature are subject to copyright protection, which
is owned by the Microsoft. The technology is currently in its prototyping stage and needs
extensive user testing before the next iterations. As discussed earlier in the financial analysis, the
current cost until the next iteration is expected to be £115,000.
Opportunity assessment:
Trends
The government is pumping a lot of money into health care for the ageing population, which is being
increased every year. It is estimated that by the end of 2050 UK alone will have 19 million elderly people
with public health expenditure expected to be 9.6% of the GDP. This is an attractive market where elderly
people have started using wearable sensor devices and smartphones[1].
A lot of researches have urged for a change from the traditional health care. There are more than
10,000 papers in this area; NHS is putting almost 4-5 % of their money into research and
development of new technology. There are more than hundred worldwide conferences held every
year on the topic of IoT. The focus of the technology giants like Google, Apple are also towards
this area[17].
We are targeting the health and well-being market, which is also the most important aspect for
any person, which is a multi-billion dollar market with a room for lot of innovation
possibilities[18].
Customers Space
The current health strategy is not coping with the increasing health needs of the aging population
and those with long-term conditions. Taxpayer money is being spent on unnecessary
hospitalizations and GP appointments for health issues that need be addressed at an early stage.
Another major problem is the increasing number of senior citizens who are being admitted to
care homes due to their lack of independence and guardianship.
Market Space
The customer need is widely being served by traditional care homes, wearable like Fitbit,
Jawbone and technology giants like Apple, Samsung, and Philips. Currently, the biggest share of
the elderly care market is owned by professional care homes. Attempts are also made by a
Government health care organization such as the NHS in the form of Telecare and telehealth
services. However, the market is still fragmented and mostly focused on healthy adults.
Although, technology giants like Apple, Samsung and Philips are attempting to serve this
market, but Microsoft will have a competitive advantage by targeting the elderly people and
allowing third-party integration. One of the most valuable identification created by Microsoft is
its trustworthiness and their capacity to fund for large scale, along with their capability to reach
the majority of the customers all over the world.
Barriers to entry The barrier to entry includes
- Government regulations: Health Care is very critical as it involves the life of a person.
Therefore it takes high level of testing and research to introduce any health care product
and service (need reference).
- Trust and Safety: The question of safety and trustworthiness of the service raises, since
elderly people haven’t had much interaction with technology.
- Negative social attitude: People are not usually comfortable in showing their health
issues. This would be same with elderly people. So monitoring their data by a third
person might make them uncomfortable and irritated.
References
[1] J. Appleby, “Spending on health and social care over the next 50 years Why think long term?” The
King’s Fund, 2013.
[2] https://soundcloud.com/sujith-kumar-anand/interview-transcript. .
[3] “Facts about carers 2014 - Carers UK.” [Online]. Available: http://www.carersuk.org/for-
professionals/policy/policy-library/facts-about-carers-2014. [Accessed: 02-Apr-2015].
[4] “Halesworth & District U3A:” [Online]. Available:
http://u3asites.org.uk/code/u3asite.php?site=166. [Accessed: 02-Apr-2015].
[5] “37 MSc and MEng students deploy Big Data Infrastructure project for the UK Housing
Associations with Microsoft UK.” [Online]. Available:
http://www.cs.ucl.ac.uk/computer_science_news/article/37-msc-and-meng-students-deploy-big-
data-infrastructure-project-for-the-uk-housing-associations-with/. [Accessed: 02-Apr-2015].
[6] “Home - kent.gov.uk.” [Online]. Available: http://www.kent.gov.uk/. [Accessed: 02-Apr-2015].
[7] “Centra is the non-profit company and part of the Circle Housing Group | Circle Centra.” [Online].
Available: http://www.centragroup.org.uk/. [Accessed: 02-Apr-2015].
[8] “Carer’s Allowance - GOV.UK.” [Online]. Available: https://www.gov.uk/carers-
allowance/overview. [Accessed: 02-Apr-2015].
[9] R. M. Grant, Contemporary Strategy Analysis and Cases: Text and Cases. John Wiley & Sons,
2010.
[10] Business Model Generation. .
[11] “Key statistics on the NHS - NHS Confederation.” [Online]. Available:
http://www.nhsconfed.org/resources/key-statistics-on-the-nhs. [Accessed: 02-Apr-2015].
[12] “Annual Report 2013 | The Intellectual Property Regulation Board.” [Online]. Available:
http://ipreg.org.uk/public/about-us/annual-report/annual-report-2013/. [Accessed: 02-Apr-2015].
[13] “http://www.engduino.org/fileadmin/engduino/doc/Engduino_Accelerometer.pdf.” .
[14] “Health Spending Projections Through 2015: Changes On The Horizon.” [Online]. Available:
http://content.healthaffairs.org/content/25/2/w61.abstract. [Accessed: 02-Apr-2015].
[15] M. L. Lee and A. K. Dey, “Sensor-based Observations of Daily Living for Aging in Place,” Pers.
Ubiquitous Comput, vol. 19, no. 1, pp. 27–43, Jan. 2015.
[16] L. Atzori, A. Iera, and G. Morabito, “The Internet of Things: A Survey,” Comput Netw, vol. 54, no.
15, pp. 2787–2805, Oct. 2010.
[17] “How Apple and Google plan to reinvent health care | The Verge.” [Online]. Available:
http://www.theverge.com/2014/7/22/5923849/how-apple-and-google-plan-to-reinvent-healthcare.
[Accessed: 02-Apr-2015].
[18] “HealthTech Innovation in London.” [Online]. Available: http://blog.zesty.co.uk/digital-health-
innovation-londons-healthtech-power-brands-emerge/. [Accessed: 02-Apr-2015].
Appendix
Appendix A: Stakeholders
Stakeholder Stakeholder Type Description
Centra Subject matter experts,
possible, future functional
beneficiaries
The second biggest housing group in
the UK. A non-profit organization
supports self-care. It also shares the
same vision and the challenges UK
Future Care takes on. They were a
source of requirements that helped
shaping some of the predictive health
scenarios and the third-party sharing
functionality, since they have systems
that could benefit from the data
gathered and stored by the system.
Dean Mohammedally,
UCL Professor
Project supervisor
Current UCL
Development Team
Core development team
The students that managed, analyzed,
designed, implemented, tested,
deployed, and documented the
project.
General Practitioners Functional beneficiaries,
normal operators
Doctors of medicine that might
benefit from the health information
and health history of the patients that
use the application.
Lab of Things team Subject matter experts,
interfacing system
Meritum Subject matter experts
A community care agency that was a
source of requirements for the
“caretaker” role user stories, and
some of the predictive algorithms.
Paul Foster, Technical
Director at Microsoft
Subject matter expert,
Microsoft developer and
technical evangelist
Project sponsor.
Paul Thomas ,
Microsoft
Project supervisor, Microsoft
developer and technical
evangelist
Enterprise architect at Microsoft, and
project sponsor.
Stoyan Dekov, UCL
Alumni
Subject matter expert, captain
specialist
A Captain specialist, and a former
UCL student. He offered his expertise
and consultation in case the
development team had any
difficulties with using the Captain
device.
Dr. Aruna Perera
Medical practitioner and health
care subject matter expert.
Assisted the analytics team in
identifying the most critical health
vitals that affect the diagnosis of the
potential for a patient to fall, be
suffering from a Urinary Tract
Infection (UTI) or Psychological
Distress. He further assisted the
analytics team in developing the
framework and establishing the
values ranges to consider health vital
Table A: List of stakeholders
data patterns when diagnosing the
persons potential to collapse, to be
suffering from UTI or psychological
distress.
Kent County Council
Financial and functional
beneficiaries
A representative from the county
council attended one of the
stakeholders’ workshops and shared
with the development team some of
the needs of the city council. One
major concern was the annual
allocated budget for cares homes.
Sujith Anand and
Arindra Das
Subject matter experts, User
interface
UCL MSc Human Computer
Interaction students with Ergonomics
who gave the development team
valuable user experience tips after
reviewing the low-fidelity mock-up
screen.
Appendix B: Business Model Canvas
!
Figure 6: Business Model Canvas